checklist & table of contents applicant: baltimore …dhcd.maryland.gov/communities/approved...

SC Application - FY 2012

Please review the checklist of attachments and furnish all of the attachments that are applicable.

Contents of the notebook should be tabbed and organized as follows:

CHECKLIST & TABLE OF CONTENTS

APPLICANT: Baltimore County Department of Planning

NAME OF SUSTAINABLE COMMUNITY: Catonsville-Patapsco

Applicant InformationTAB #1

TAB #2

Local Capacity to Implement Plans & Projects: Attach Sustainable Communities

Workgroup roster noted in Section III

TAB #3

TAB #4

TAB #5

Sustainable Community Plan

Progress Measures

Signed Sustainable Community Application Disclosure Authorization and

Certification

TAB #7

Sustainable Community Baseline Information - In addition to hard copies of the

project location map, a detailed listing of parcels (i.e. Parcel ID Numbers) that form

the project boundary should be included. Maps should also be submitted in electronic

GIS form (shape file). If you have additional comments or questions, please contact

Brad Wolters, Senior GIS Specialist, DHCD, [email protected].

Local Support ResolutionTAB #6

All documents on this checklist are mandatory.

Failure to provide the requested document will automatically deny your application.

of 1


Name of Sustainable Community: Catonsville-Patapsco

Legal Name of Applicant: Baltimore County Department of Planning

Name: Amy Mantay

Address: Jefferson Building, 105 West Chesapeake City: Towson State: MD Zip Code: 21204

Title: Western Sector Coordinator

Phone No: 410-887-3480 x Fax: 410-887-5862 E-mail: [email protected]

Name: Amy Mantay Title: Western Sector Planner

Address: Jefferson Building, 105 West Chesapeake City: Towson State: MD Zip Code: 21204

Phone No: 410-887-3480 x Fax: 410-887-5862

E-mail: [email protected]

I. SUSTAINABLE COMMUNITY APPLICANT INFORMATION

Sustainable Community Contact For Application Status:

Person to be contacted for Award notification:

Fax: 410-887-5696Phone No: 410-887-3480 Web Address: www.baltimorecountymd.gov

State: MDCounty: BaltimoreCity: Towson Zip Code: 21204

Street Address: 105 West Chesapeake

Federal Identification Number:

Page 1 of 1TAB # 1


II. SUSTAINABLE COMMUNITY BASELINE INFORMATION

County:

Name of Sustainable Community:

Include boundary descriptions and a map of the Sustainable Community. In addition to hard copies of the

of the project location map, a detailed listing of parcels (i.e. Parcel ID Numbers) that form the project

boundary should be included. If possible, maps should also be submitted in electronic GIS form (shape

file). If you have additional comments or questions, please contact Brad Wolters, Senior GIS Specialist,

DHCD, [email protected]

Eastern boundary: Baltimore County/City line

Western boundary: Baltimore County line/Patapsco River

Northern boundary: Somerset Road and Baltimore National Pike/Route 40

Southern boundary: Varied; includes edge of Patapsco Valley State Park, Bloomsbury Avenue, northwestern edge of

Spring Grove State Hospital Campus, over to Paradise.

Baltimore

Catonsville-Patapsco

Through this section, applicants will demonstrate that trends and conditions in homeownership, property values,

employment, commercial and residential vacancy, community facilities and infrastructure, natural resources, the local

business and residential districts show a need for new or continued revitalization reinvestment. Demographic data and

trends provided by Applicants should support the choice of the proposed Sustainable Community Area boundary and

help form a basis for needs and opportunities to be addressed through the initiatives and projects described in the

Sustainable Community Action Plan (Section IV).

POINTS IN THIS SECTION WILL BE AWARDED BASED ON THE SC AREA’S NEED FOR REINVESTMENT AS

EVIDENCED BY THOROUGH DESCRIPTIONS OF CURRENT CONDITIONS OR TRENDS (and will not be based upon

current or planned revitalization activities which will be covered in Section IV).

A. Proposed Sustainable Community Area (s):

Page 1 of 14TAB # 2


Approximate number of acres within the SC Area:

Federal: Old Catonsville National Register Historic District Central Catonsville and Summit Park National Register Historic District Winter’s Lane National Register Historic District Historic National Road (Frederick Road) State: Within the BaltiOther(s):¨

State Designated TOD¨BRAC¨

State Enterprise Zone Special Taxing District ¨A & E District¨

National Register Historic DistrictþLocal Historic District þ

Maple Street¨Main Street¨

Designated Neighborhood¨Community Legacy Area¨

Existing federal, state or local designations (check all that apply):


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Prior Revitalization Investments & Smart Growth:

(a) List and describe any significant State and local smart growth or revitalization related program investments

(for instance, Community Legacy or SC Rehab Tax Credit) that have been invested in the Area since the

launching of Maryland’s Smart Growth initiative and programs in 1997 (including Housing investment). What

impact have these investments made in the community? (Answer Space 4,000 characters)

Streetscape improvements were installed along Frederick Road from Sanford Avenue to Bishops Lane in 2000, greatly

improving the appearance of the area. The improvements included benches, trash receptacles, pedestrian street lights,

concrete pavers, ADA pavers, street trees, and fencing. Sidewalks were replaced. Curb and gutter replacement was

selective, as needed. The roadway was largely resurfaced. There were minor drainage and safety improvements. The

utility poles for about two blocks (Winters Lane to just east of Ingleside and Bloomsbury Avenues), with the exception of

Bill's Music store, were removed from the street and relocated to the rear of the buildings in the alleys. The cost of the

project was approximately $2.2 million. The State Highway Administration contributed $750,000 and the remainder was

County funds. The project was administered, designed, and constructed by the County.

The former Catonsville Elementary/Middle School was renovated into a recreation and community center, becoming a hub

of community activity. The grounds include rejuvenated ballfields and tennis courts, and will become the trailhead for the

Short Line Rails to Trails pathway.

Another significant revitalization project was the rehabilitation of the historic Banneker "Colored School" into the Banneker

Community Center. The school named after Benjamin Banneker was built in 1869 in the Winter's Lane Historic District.

The Winters Lane Historic District is historically significant for its association with the development of the

African-American community in the Catonsville area. It is a cohesive African-American neighborhood that began to develop

immediately following the Civil War, with the settlement of former slaves along the road's northern end and the

establishment of a "colored" school on property purchased by the Freedmen's Bureau at the southern end.

The commercial centers of Paradise and Catonsville along Frederick Road are designated Baltimore County Commercial

Revitalization Districts. Over the past 10 years, more than $9.5 million in public and private funds has been reinvested in

projects improving more than 133,500 SF of commercial space. A range of businesses were assisted including nine

restaurants, Paradise Animal Hospital, Catonsville Office Building, and McDowell’s Complete Chimney. The Catonsville

Chamber of Commerce is awarded up to $10,000 annually for district-wide improvements such as beautification projects

and sponsoring of events that promote the area.


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There are several practical barriers to realizing smart growth objectives within the proposed SC’s older commercial and

residential areas. Generally speaking, they include

- Difficulty and high cost of assembling small lots with fractionalized, and often absentee, ownership for more dense,

mixed use redevelopment

- Competition from areas with newer housing and commercial choices

- Walking and biking connections from the adjacent residential neighborhoods and UMBC are insufficient

- Attractiveness of the area for commercial development is diminished due to its proximity to the US Route 40 commercial

corridor

- At present, the value of the existing "historic" character in the commercial areas is not acknowledged for its potential to

attract economic development

- Shared parking is threatened by towing from the private parking lots

- The intersection of Frederick Road and Ingleside Avenue is nearing capacity and may hinder larger scale redevelopment

(b) Describe any existing barriers to Smart Growth that may affect your jurisdiction or the proposed SC Area.

For instance, does your area have higher development fees than outer “cornfields”?

(Answer Space 4,000 characters)

Page 4 of 14TAB # 2


B. Community Conditions: Strengths and Weaknesses

(1) Describe the strengths and weaknesses in the proposed Area’s existing built environment. For example,

what is the condition of housing? Are there underutilized historic buildings and cultural places? What is the

condition and availability of community parks and recreational assets? Are there transportation assets? What is

the current condition of community infrastructure such as roads and lighting? (Answer Space 4,000 characters)

Strengths

Catonsville is a unique historic residential community that is traversed by several major commercial corridors that contain

an eclectic mix of shops and restaurants. Historically Catonsville has always been an important crossroads for travelers

commuting from Baltimore along the Frederick Turnpike (now Frederick Road) to Ellicott City and points further west. The

Catonsville community established itself along Frederick Road and spurred the development of several historically

prominent Baltimore neighborhoods. There are three historic National Register communities in the study area with

excellent, well-maintained housing stock.

Frederick Road has historically tied Catonsville to the mills of Ellicott City. These two communities, while in separate

counties, have many similarities and share a common history. In fact, the proposed Catonsville sustainable community

study area is adjacent to the recently designated Ellicott City Sustainable Community.

Downtown Catonsville is a traditional "main street" setting along Frederick Road that serves as a community center. This

role is bolstered by the presence of two schools, library, post office, churches, and a range of retail and restaurant uses.

The Chamber sponsors several events here, including the Arts and Crafts Festival, Farmers’ Market, and long running 4th

of July Parade.

The Community College of Baltimore County, Catonsville and University of Maryland Baltimore County are unique assets

to the area. The latter is a nationally recognized research institution that also provides a large employment base and

houses a diverse student population who often live in the greater Catonsville community. The Community College with its

century-old historic buildings alongside modern classroom facilities complements and supports the State’s four-year

universities. Together, these institutions provide a range of educational options for residents.

Catonsville has a growing network of hike and bike trails, the Benjamin Banneker Historical Park, and the Patapsco Valley

State Park. See also Sections 3 and C.

Weaknesses

As with any historic community, there are always concerns with aging infrastructure, building upkeep, competition from

newer developments, etc. This is particularly true for properties along Frederick Road and in the surrounding residential

neighborhoods. It is critical that a range of public and private reinvestment opportunities be available for this area to be a

truly sustainable community.

Frederick Road was the first federally planned and funded highway in the United States, is a designated “All American

Road”, and is part of The Maryland National Road Scenic Byway. Unfortunately, the community at large has not

capitalized upon its historic status. This is a missed opportunity in terms of heritage tourism. Much more could be done to

link and promote the Road, the historic character of the commercial and residential neighborhoods, former trolley trails,

the Patapsco Valley, and nearby Ellicott City.

The condition and proliferation of rental housing in the Winter’s Lane community is a concern for both the County and

community. In close cooperation with the neighborhood, a housing survey and focused plan to address rental housing,

encourage rehabilitation of owner-occupied housing, and increase homeownership are needed. Additionally, the residential

neighborhoods “inside” the Beltway may be weakening in this economy and should be further assessed.

Frederick Road is the “front door” to many of the SC’s neighborhoods. The commercial uses in the corridor need to convey

a positive visual and functional image. Paradise, the gateway into the County, struggles with some marginal uses, a lack

of re-investment in facades and building improvements, an outdated streetscape, and a lack of a distinct identity.


Page 5 of 14TAB # 2


(2) Describe the Area’s land use/zoning make-up (residential, commercial, industrial, and mixed-use). Is the

current land use or zoning conducive to revitalization investment? (Answer Space 4,000 characters)

Both the land use and zoning classifications can support revitalization investment. The proposed land use designation for

the vast majority of the study area is listed as"T-5 Urban Center,” in the Baltimore County Master Plan 2020. This land

use designation has the following general characteristics: shops mixed with townhouses, larger apartment houses,

offices, workplace, and civic buildings; predominantly attached buildings; trees within the public right-of-way; substantial

pedestrian activity; shallow building setbacks or none; buildings oriented to street defining a street wall; 3- to 5-story

buildings with some variation; stoops, shop fronts, galleries; parks, plazas, squares, and median landscaping. The zoning

for the area consists of commercial zoning along Main Street and a mixture of medium to high density residential zoning.

Additionally, the Planned Unit Development process can be used to foster investment that revitalizes the community.


Page 6 of 14TAB # 2



Strengths

The proposed SC area is located between Baltimore City to the east and Patapsco State Park to the south and west. This

gives the advantage of being close to urban amenities and natural environmental amenities as well. There are a diversity of

historic buildings, residential charm, commercial and employment areas, and natural beauty that are unique to the Mid

Atlantic Region.

Catonsville has all the qualities of a small town while having easy access to all of the amenities of being with a large

metropolitan area. The center of Catonsville is a historic village with large Victorian homes and a traditional "Main Street"

that is improving as part of a long-term commitment to commercial revitalization. Catonsville is known for its annual Fourth

of July parade and summer concerts at Lurman Theater (outdoor amphitheater). Many restaurants, shops, and offices line

the street that was part of the Maryland National Road. In addition, a number of specialty music stores have earned the

area the nickname, "Music City Maryland.”

The community enjoys numerous transit connections. Residents and businesses are located just minutes from four

interstate highways (I-95, I-70, I-695, I-195 and Route 40), Baltimore-Washington International Airport, AMTRAK, MARC

commuter service, and MTA Bus Lines & Light Rail.

Catonsville is also a community of strong civic pride with well organized and active business and community associations

(Catonsville Chamber of Commerce, Catonsville 2020, Concerned Citizens of Catonsville) and strong area schools.

Patapsco State Park has 14,000 acres and five developed recreational areas along 32 miles of the Patapsco River. Hilton

Area is the access to Patapsco Valley State Park that connects with Catonsville. The Rails-to-Trails movement has

provided this community with two excellent walking paths. Streetcar Trail #8 is a short path between Catonsville Junction

and Frederick Road. Trolley Trail #9 is a longer, more challenging trail from the end of Edmondson Avenue to the

Patapsco River at Oella.

Weaknesses

There are many contributors to the community’s quality of life, but in general, their importance must be better recognized,

appreciated, and supported. The Patapsco Valley Park (PVP) is a true recreational, cultural, and historic amenity, but

much more can be done to realize its potential as an invaluable contributor to the area’s quality of life. We need to

capitalize upon connections among the Park, emerging hike and bike trails, community parks, and the colleges. The

“love/hate” relationship between UMBC and the surrounding community can weaken the area’s overall quality of life.

Opportunities to repair relationships and maximize the educational, cultural, and artistic benefits to the community may

be missed.

As part of the newly formed Neighborhood Response Team (NRT) effort in the Planning Department, the strengths and

weaknesses of the “Beltway” communities are going to be further assessed. The importance of addressing quality of life

issues in maintaining and improving the viability of the County’s older neighborhoods cannot b over emphasized. The

Western NRT will be working with the SC associations to access all resources including those that would be available

from the State through the SC designation.

3) Describe strengths and weaknesses in basic features of community quality-of-life. For instance, is crime an

issue for this SC Area? What is the condition and quality of educational choices available to the community?

Are artistic, cultural, or community resources, events or facilities within or accessible to residents in the

proposed SC Area? (Answer Space 4,000 characters)

Page 7 of 14TAB # 2



(1) Describe the strengths and weaknesses of the community’s “natural environment.” in or near the

Sustainable Community Area. What is the current condition of key natural resources - lands, air, water,

watersheds, tree canopy, other? If the community is located in a coastal zone, what risks might the community

be subject to associated with climate induced sea level rise? (Answer Space 4,000 characters)

C. Natural Resources and Environmental Impact: Strengths and Weaknesses

Strengths

Baltimore County completed an assessment of the tree canopy in cooperation with the USDA Forest Service and the

University of Vermont. The County is working to finalize multiple tree canopy goals for individual communities, watersheds

and reservoirs, and Countywide. Currently, the County recommends that each Census Designated Place reach a 40%

tree canopy cover. This goal is consistent with the State’s goal, and the recommended forest cover by American Forests

Inc. The State has also adopted a no net less policy for its forests, and its Governor’s Sustainable Forestry Council

recommends the state maintain 40% canopy coverage as well. Each Tree Canopy Map breaks down the land cover by

land use and shows the 40% canopy goal for each land use. Catonsville currently has a 55% tree canopy cover. The land

use categories are: transportation and utilities; residential; religious institutions; open space; educational institutions;

commercial and public services; and agriculture. The 40% canopy goal is met by five of the seven land use categories in

the study: residential (53%); religious (41%); open space (79%); educational (41%); and agriculture (98%).

Patapsco Valley State Park extends along thirty-two miles of the Patapsco River, encompassing

15,000 acres. It is an ecosystem rich in plant and wildlife species. Described in the Patapsco Heritage Management

Report, the Valley has:

- A variety of vegetation including twenty-two plant species have been placed on the State’s list of Rare, Threatened and

Endangered Species by the Maryland Natural Heritage program

- One hundred and sixty-three ground cover species, including a variety of wildflower plants, ten species of fern, and

various lichens, mosses and fungi.

- Eighty-five confirmed sightings of different bird species, thirteen bird species that are unconfirmed sightings, and fourteen

bird species that can possibly be found within the park. Among the confirm sightings of bird species is a bald eagle, great

blue heron, and various forest interior dwelling birds.

- Confirmed sightings of twenty-three different species of mammals, sixteen probable or unconfirmed sightings of different

mammal species, and thirteen possible mammal species that live in or frequent the Patapsco Valley State Park property.

- Confirmed sightings of eleven different salamanders, twelve toads and frogs, one lizard, one skink, seventeen different

snakes, and thirteen types of turtle species. Nine additional species of amphibians and reptiles are probable inhabitants of

The Park is considered to be one of the best salamander breeding grounds on the East Coast.

The Patapsco Valley State Park is an important riparian buffer zone and the forested regions are vital to the ecology of the

river. Tree roots and stream side vegetation stabilize stream banks, maintain water temperature (important for spawning).

The Valley is a natural migratory corridor for fish, birds, and other animals.

Weaknesses

The Patapsco Rivers are assets, but at the same time can and have presented risk of harm and damage. Floods from

major storms (Agnes contributing to the most serious flooding in recent memory) can cause the Patapsco to “backup”,

overflow and cause severe damage. During storms Irene and Lee, the Tiber overflowed its banks and caused unusual

flooding from the upper end. The flood plain is fairly wide and inhibits some remediation efforts, and the management of

stormwater runoff is a key issue to be addressed. Channelization of smaller waterways is also an issue.

Page 8 of 14TAB # 2



Strengths

Baltimore County is working on a number of ways to reduce the carbon footprint in all of its communities. Baltimore

County has an ongoing relationship with the State to reduce its carbon footprint through clean energy loan programs and

clean communities grants. Through these state grant and loan programs, Baltimore County has been able to promote:

- Weatherization

- Encouraging the community to purchase compost bins from the county

- Planting young slow-growth trees

- Rain barrels and rain gardens

The Baltimore County Master Plan 2020 states that the benefits of local food production are enormous and include energy

conservation, sustainability, food security and the potential for green jobs. The Master Plan recommends permitting

ancillary activities that allow farmers to sell products grown on the farm directly to customers. A weekly Farmer’s Market

is held in Catonsville, enabling convenient access to locally grown vegetables, fruit, and other food.

Local community groups have been very active in reducing the environmental impact in Catonsville and specifically to the

Patapsco River and State Park. The Patapsco Valley Heritage Greenway and the Friends of the Patapsco Valley State

Park. Environmental have:

- Conducted 30 river/stream/watershed group cleanups, removing over 60 tons of trash/junk from Patapsco Valley in just

one year

- Planted new trees and bushes as part of a new riparian buffer

- Conducted 7 tree maintenance events, providing maintenance on over 250 previously planted trees in Arbutus,

Catonsville, Elkridge, Ellicott City and at UMBC

- Conducted 7 invasive plant removal events removing 1,991 pounds of invasive garlic mustard from the Patapsco Valley

The County’s Green Building Program requires the use of green and sustainable building and remodeling practices when

using County financing for housing for moderate-income households, individuals or communities. The goals are to improve

energy efficiency and indoor air quality.

The Baltimore County Western Bike Plan recommends a bike trail that would connect bike trails from the Inner Harbor to

Patapsco State Park. An increase in bike lanes would help reduce the auto dependency of residents along the Frederick

Road and Baltimore National Pike commercial corridors.

The future environmental sustainability of Baltimore County depends on responsible solid waste management and

recycling practices. Baltimore County’s overall (commercial and residential) waste diversion rate of 63% in 2008, as

calculated by the Maryland Department of the Environment, ranked first out of all Maryland jurisdictions. This figure

reflects a recycling rate of 58% plus the maximum 5% waste prevention credit for engaging in specific activities designed

to minimize waste. The County also experienced substantial growth in residential recycling tonnages since the February

1, 2010 start of single stream recycling for 237,000 single-family homes and town homes. Most Baltimore County

employees already have easy access to single stream-recycling collection at work, and these opportunities are

expanding. The public schools and the community college system also implemented a recycling program.

Weaknesses

There remain opportunities for improvement. Within the residential sector most recyclable material continues to be

discarded as trash. Interring this at Eastern Sanitary Landfill (ESL) comes at a considerable cost to the taxpayer. Even

more costly in financial and environmental terms would be the establishment of a new landfill in order to take pressure off

the ESL, which has a projected 30-year operational capacity as of 2010. The County is actively working to expand single

stream recycling to apartments and condominiums. Waste prevention and recycling is the most practical, convenient way

that residents can make a positive difference with the environment and reduce landfill costs.

(2) Describe the strenths and weaknesses of any current efforts to reduce the community’s “carbon footprint” or

impact on the environment. Is recycling (commercial or residential) available to minimize waste? Are there

current efforts to encourage the purchase and availability of fresh local food and other local products and

services to the community? Describe any current energy or water conservation efforts that may be underway.

If the community has not implemented one of the above initiatives, has the community identified a need or

interest to pursue these or other efforts to reduce environmental impact, for instance through the new

Sustainable Maryland Certified initiative? (Answer Space 4,000 characters)

Page 9 of 14TAB # 2



(3) Describe the strengths and weaknesses of the jurisdiction’s current stormwater management practices and

how these may affect the proposed SC Area. Is redevelopment and retrofitting of infrastructure an issue or

opportunity in this SC Area? Stormwater runoff is a significant source of pollution to Maryland’s streams and

the Chesapeake Bay. Buildings constructed before 1985 have little or no stormwater controls, and

development between 1985 and 2010 have some controls. Updated stormwater regulations passed by

Maryland’s General Assembly in 2010 require that development and redevelopment projects utilize stringent

stormwater controls. Sustainable Community Areas may have opportunities for redevelopment practices that

can reduce stormwater flows. (Answer Space 4,000 characters)

Strengths

The Stormwater Management Program addresses the impacts on stormwater quantity and quality resulting from new

development after the construction phase is complete. Baltimore County has been delegated authority by the State of

Maryland to enforce stormwater management regulations. The Stormwater Management Program is located within the

DEPS – Stormwater Engineering Section. DEPS currently implements the requirements of the 2000 Maryland Stormwater

Design Manual to new and redevelopment activities. The Stormwater Management Act of 2007 was incorporated into the

County’s regulations in May 2010 and further refinements will be integrated when all State regulatory changes have been

completed. The delegation of this program is periodically reviewed by MDE and has consistently passed the review

requirements.

The Program contains several components, including:

- Review of stormwater management facilities plans,

- Review of variance and associated fee-in-lieu requests,

- As built inspections, and

- Periodic inspections.

Baltimore County Code significantly affects the design of stormwater components for land development projects. Some of

the more significant changes are:

- Environmental Site Design to the Maximum Extent Practicable must be addressed for all projects, including

redevelopment.

- Three sequential plan submissions and reviews are now required: Concept SWM Plan; Development SWM Plan; and

Final SWM Plan.

- Redevelopment projects will require 50 percent reduction in impervious surface or equivalent water quality management.

Currently the requirement is 20 percent.

- No grading or building permits may be issued until sediment control and SWM plans are signed.

Page 10 of 14TAB # 2


(1) Describe the jurisdiction’s current economic strengths and weaknesses. For example, are there distinct

economic drivers in the area or region that will affect access to job opportunities and the progress of the SC

Plan? What are the main barriers to the Area’s economic competitiveness? What is the current level of

broadband access available to serve residents, businesses and public facilities? What efforts are currently in

place to increase worker skills and employment? Describe trends in employment rates and business formation.

(Answer Space 4,000 characters)

D. Economic Conditions & Access to Opportunity: Strengths and Weaknesses


Strengths

An educated work force is essential for the success of economic and community conservation goals. Gainfully employed

individuals contribute significantly to the tax base and the maintenance of their homes and communities. The skill level of

the local work force is sometimes the critical factor in a company’s decision to locate or remain in a certain area.

Baltimore County businesses report that the quality and availability of labor are among their top concerns. Workforce

education begins at the earliest stages and is based on a strong system of public education. Baltimore County provides

numerous programs that address workforce education.

The Catonsville Sustainable Community is located near several major employers, the Woodlawn Federal Enterprise Zone,

UMBC, Research Park and BWI. The community is also a short drive to downtown Baltimore and I-95. Land values and

rents are more affordable than neighboring Howard County and the public infrastructure in the Sustainable Community is

an asset. This community has great small businesses with in its core and a strong base that supports these small

businesses.

Baltimore County’s telecommunications infrastructure provides system reliability, data, voice and image integrity, high

performance transport, and flexibility in accessing new services. Co-carriers are available in major employment centers,

offering price competition, increased diversity routing options, and faster rollout of new services and technologies.

Weaknesses

There are few opportunities, primarily due to lack of available land, to attract a major employer in the Catonsville

Sustainable Community. The most appropriate area for larger scale employers would be along the Frederick Road

commercial corridor, but as discussed earlier, the barriers to land assemblage make this realistically difficult.

Alternatively, workers in the Catonsville area must travel to employment centers. MTA buses would be the most likely

source of public transportation to Woodlawn, BWI, or Columbia, or downtown Baltimore City and the routes are limited

and take significant time.




Overview

Baltimore County leads the region and ranks second in the state in terms of housing inventory. Most housing in the

county is made up of owner-occupied single-family detached and townhouse units. Of the County’s 327, 271 housing

units, 64 percent were built prior to 1980. More than 90 percent were constructed prior to 1990. Approximately one-third of

households are renters, with most renters occupying multifamily buildings with five or more units. The percent share of

multi-family has only increased slightly from 23.7 percent to 24.6 percent between 2000 and 2008.

Baltimore County has led the region in residential construction, although the pace of new units has declined in recent

years. Between 2000 and 2010, 24,265 units were built, including 15,910 single-family structures and 8,355 multifamily

units. The homeownership rate of 67% mirrors the national average. Multi-family construction has been increasingly

important due to economic conditions and current housing market dynamics.

Housing Affordability

The median housing value in Baltimore County increased 117.2% from 1990 to 2008, after adjusting for inflation. Owner

occupied stock appreciation outpaced the increase in the median gross rent, which increased 48.6%. At the same time,

the median household income increased only 23.4%.

Recently, however, housing affordability has become more challenging in Baltimore County, reflecting a nationwide

housing problem associated with the economic recession. The proportion of both owners and renters experiencing an

affordability problem increased significantly between 2000 and 2008. Between 2000 and 2010, The Housing Choice

Voucher Program waiting list grew from 2,000 to 20,000 households.

The region’s supply of affordable sales housing is heavily concentrated in and directly surrounding Baltimore City. These

areas have a supply of inexpensive housing as a result the age of the structures as well as the national economic

downturn, the housing market bust and an increase in foreclosures.

The Departments Housing Opportunities Program administers CDBG funds, HOME funds and other HUD state and

federal programs. The Housing Opportunities Program originates, underwrites, administers and services housing loans,

grants and tax incentives utilizing state, local, and federal resources. The program works to increase the supply of

affordable housing, improve and maintain the existing housing stock, and strengthen neighborhoods through expanding

public facilities and community amenities.

The County has undertaken several specific actions to expand housing opportunities for low and moderate income

families. On the Westside of the County, specific projects are the Arbutus Supportive Housing, a 13 unit Single Room

Occupancy facility for chronically homeless women; The Greens at English Counsel, a new affordable senior housing

development in the Baltimore Highlands area; Pikeswood Apartments, a rehabilitated mixed income apartment property in

the Liberty community; The Greens at Liberty and Old Court Estates, both new affordable senior projects in Randallstown.

Other projects elsewhere in the County include Renaissance Square, a mixed income, mixed housing type project in

Essex and The Greens at Logan Field, an affordable senior property to be constructed in Dundalk.

(2) Describe the jurisdiction’s housing market and access to affordable workforce housing. What are the trends

in residential construction (rental and homeownership), homeownership rate, foreclosure rate and, property

values. Describe how and whether your jurisdiction’s prevailing housing costs - both homeownership and

rental - are affordable to households below 120% AMI, 80% AMI and 50% AMI. What efforts are in place

currently to house individuals, families and the disabled at or below the AMI levels described above? (Answer

Space 4,000 characters)




2000 2010

Unemployment Rate 2.67% 3.05%

Residential Construction Between 2000 and 2010

Ownership 145

Rental 84

Total 229

Homeownership Rate 72.7% 51.7%

Property Value

Median House Value $133,400 $295,350

Median Gross Rent $594 $839

Foreclosure Incidents (Zip Code) 155 264

Area Share of County 5.28% 4.47%

Area Median HH Income $51,420 $70,349

Metropolitan Region $49,938 $66,195

HH Income < 50% of region's $24,969 $33,098



Total Household 7,840 8,058

Families (Family Households) 4,964 4,946

% total households 63.32% 61.38%

Age Groups

Under 5 years 1,154 1,186

5 to 9 years 1,211 1,194

10 to 14 years 1,257 1,199

15 to 19 years 1,114 1,169

20 to 24 years 990 1,286

20 to 24 years 990 1,286

25 to 34 years 2,508 2,614

35 to 44 years 3,366 2,544

45 to 54 years 2,931 3,217

55 to 59 years 958 1,518

60 to 64 years 735 1,311

65 to 74 years 1,519 1,521

75 to 84 years 1,324 1,106

85 years and over 608 652

Race & Ethnicity

White 15,315 14,038

Black or African American 3,237 4,212

American Indian and Alaska Native 37 71

Asian 610 1,220

Native Hawaiian/Other Pacific Is 6 12

Hispanic or Latino (of any race) 412 932

Household Size 2.40 2.43

Educational Attainment:

(3) Describe the SC Area’s demographic trends (with respect to age, race, household size, household income,

educational attainment, or other relevant factors). (Answer Space 4,000 characters)



Population 18 to 24 years 1,370 1,535

% high school or higher 85.62% 81.45%

% bachelor's or higher 13.21% 15.52%

Population 25 years and over 13,989 13,875

% high school or higher 72.26% 89.02%

% bachelor's or higher 35.77% 37.52%

Sources: Federal, state, county agencies, and private companies

Notes:

1) The foreclosure data for 2000 are not available from state or private sector.

The 2007 data are the only historic data on foreclosure.

2) The margin of error is not included in this table due to urgency of the work request

3) The unemployment for 2010 is from the Census Bureau, which is lower than that

from the Bureau of Labor Statistics (8.3% for county and region)



Describe the Applicant’s organizational structure. Specifically, which organizations are members in the

Sustainable Communities Workgroup and who are the respective staff? Who are the leaders, and how will the

Workgroup advisor or staff manage implementation of the SC Area Plan? (Answer Space 4,000 characters)

A. Organizational Structure:

III. LOCAL CAPACITY TO IMPLEMENT PLANS & PROJECTS

The Baltimore County Department of Planning assumes lead responsibility for preparing Sustainable Community

applications and for creating and implementing Sustainable Community Action Plans. The agency has the capacity and

the will to maximize the impact of the SC designation. The agency has formed a county-government based Sustainable

Communities Workgroup. Presently, two additional county agencies are active in the group, the Department of Economic

Development and the Department of Environmental Protection and Sustainability. Additional agencies, such as Recreation

and Parks and Public Works, are engaged through their prior participation in existing plans that are important components

of our applications and future projects. Our government-based workgroup and more formal agency representation will

expand as we move forward.

The county's SC Workgroup has a leadership team composed of the department director, two division heads and five

additional staffers who are highly experienced in community planning, community development, community revitalization,

community outreach, public relations and demographics. Members of this team are: Department of Planning Director

Andrea Van Arsdale; Liz Glenn, head of Neighborhood Improvement; Jeff Mayhew, head of Community Development; Dave

Green, head of Neighborhood Response Team (NRT); Amy Mantay, Western Sector NRT leader, Donnell Zeigler, Western

NRT, Jessie Bialek, Rural Planner, Kui Zhao, demographer and Master Plan coordinator; Laurie Hay, head of Commercial

Revitalization; Kathy Schlabach, head of Strategic Planning. The SC leadership team will guide and supervise several

departmental divisions that will be engaged. The department's recently established Neighborhood Response Team will

take on leadership and implementation responsibilities associated with individual sustainable communities. The response

team will interface with community-based organizations, non-profit organizations and other stakeholders. Additionally,

Sharon Klots of the County Department of Economic Development will be involved, as will Ayla Haig, Department of

Environmental Protection and Sustainability.

Additional resources include the agency’s Housing Opportunities Program and Commercial Revitalization Program. The

Commercial Revitalization Program consists of experienced professionals from various disciplines including planning,

commercial real estate, neighborhood stabilization, and banking. The program will continue to offer low interests loans, tax

credits, and technical and business assistance to attract new investment.

Page 1 of 3TAB # 3



The Department of Planning is well versed in leading large-scale planning efforts and implementing a wide variety of

projects associated with those revitalization plans. This robust capacity includes plans that have received crucial support

from the Maryland Community Legacy Program administered by DHCD and gap financing for revitalization projects

generating downtown employment with DBED and MDOT. All of this work has involved close collaboration and

partnerships with key county agencies, state agencies, federal agencies, community organizations and private-sector

stakeholders. This work also involves many contracts, requests for proposals and memoranda of understanding to clearly

guide the involvement of formal partners.

The County has tackled significant redevelopment projects involving the transformation of formerly blighted and neglected

properties. Working with HUD and other partners, the County gained control of the former Riverdale apartments and

resolved a longstanding case of blight and neglect in Middle River. The property - now known as Waterview - stands as a

beacon of neighborhood stability, comprising more than 60 acres of newly built residences. Similar transformative

initiatives to overcome blight were carried out at the former Kingsley Park apartments in Middle River and the former

Yorkway apartments in Dundalk. Newly built residences, including a multi-family building at Kingsley Park, now occupy

both of these properties.

The county launched its partnership with DHCD's community legacy program as part of the Dundalk Urban Design

Assistance Team (UDAT) planning process. The partnership continues to thrive and spawned the Dundalk Renaissance

Corporation (a certified community development corporation). The county and the DRC have implemented many

revitalization projects, including: Dundalk Avenue streetscape, Dundalk Community Center, Turner Station Community

Center, Watersedge Community Center, Turner Station-Watersedge Roundabout, [[transformation of former Yorkway

apartments,]] acquisition and rehab of 12 residences, Main Street designation, Maple Street designation and residential

energy audits.

Baltimore County received crucial community legacy funding that supported the Randallstown UDAT plan of 2003-2004.

This planning process received a community participation award from the American Planning Association. The plan's

leading recommendation was to establish a multi-faceted community center. This project - involving an investment of $9.7

million in county funds, $2.9 million in state funds, $400,000 in federal funds and the YMCA as a partner - was opened in

2009. Earlier a signature gateway park was completed.

Baltimore County administers a comprehensive Commercial Revitalization Program that seeks to reposition the County's

aging downtown business districts. Using targeted public investment to leverage private reinvestment, the Program offers a

range of complementary development and financial assistance tools to implement area specific revitalization strategies.

These include an Architect on Call Program, Building Improvement Loan Program, tax credits, property and demographic

data, small business loans, infrastructure improvements, organizational grants, regulatory changes, etc. Prior to the

economic downturn, the County generally loaned over $650,000 annually for revitalization projects and granted $150,000

annually to business organizations for a variety of promotional events and beautification projects. The County has

partnered with the State on several large revitalization projects, most recently with DBED on the complete renovation of

the 150,000 SF Towson City Center and with MDOT on the Towson Square entertainment complex.

Describe the Applicant organization’s past experience in administering revitalization plans and projects.

Describe the roles of the members of the Sustainable Communities Workgroup, including their experience in

implementing revitalization initiatives. What are the strengths and challenges of the capacity of these groups

with respect to implementation of the SC Plan? (Answer Space 4,000 characters)

B.Organizational Experience:

Page 2 of 3TAB # 3



The Action Plan is the result of recommendations developed under the County Master Plan, the County Pedestrian and

Bicycle Access Plan, the US 40 West Walkable Community Workshop, the Catonsville 2020 advisory committee's plan,

and SHA's Frederick Road Neighborhood Enhancement Project. All of these plans benefited from public input. This input

occurred in the form of advisory committee meetings, large-group public meetings, workshops, open houses, and public

hearings.

How did residents and other stakeholders in the community provide input to Action Plan described below in

Section IV? (Answer Space 4,000 characters)

C. Public Input:

Page 3 of 3TAB # 3


IV. SUSTAINABLE COMMUNITY ACTION PLAN

A. Supporting existing communities & reducing environmental impacts.

(1) A community’s approach to Smart Growth generally includes two inter-related areas of focus: encouraging

reinvestment and growth in existing communities; and, discouraging growth that degrades natural resources,

and farms and rural landscapes. Broadly describe your jurisdiction’s Smart Growth approach and any significant

accomplishments made over the last decade or so. (Answer Space 4,000 characters)

Baltimore County has been successful in safeguarding its urban communities as viable places to live, work, tour, and

raise families. The establishment of the Urban Rural Demarcation Line (URDL) in 1967, designation of the Owings Mills

and White Marsh Growth Areas in 1975, creation of land management areas in the 1980s, and formation of the Middle

River Redevelopment Area in 2010 are essential to maintaining the sustainable development and resource preservation

throughout county communities. The County’s growth and development has mainly taken place within the URDL. Ninety

percent of its population resides in one-third of the County’s land area.

Development statistics authenticate Baltimore County’s success in enhancing community conservation and resource

preservation. Within the County’s urban areas, a range of housing types is available for an emerging diversity of residents.

Most growth has occurred in the community conservation districts, designated growth and redevelopment areas, and

urban core. Major redevelopment projects have featured high-density, multi-family dwellings in recent years. In 1989, the

County established a goal to permanently preserve 80,000 acres of agricultural and resource preservation areas.

Baltimore County has ranked among the top dozen counties nationwide for preservation progress, successfully saving

approximately 52,000 acres of such valuable land.

The Baltimore County Master Plan 2020 continues the County’s successful approach to growth management by

emphasizing healthy and cohesive neighborhoods, supporting transit-oriented and walkable development, improving

functional and efficient transportation networks, enhancing workforce training and business attraction, and reinvesting in

existing infrastructure and aging housing stock.

Baltimore County strives to provide an adequate supply of a variety of housing types to meet the needs of people at

different ages and stages of their lives. Approved by the U.S. Department of Housing and Urban Development (HUD) in

2011, the Consolidated Plan is a five-year strategy for using federal, state, and local resources and funds to create decent

housing, expand economic opportunities, and ensure a suitable living environment for low- to moderate-income persons.

The Consolidated Plan represents a deliberate effort in an open and participatory process, fosters accountability between

the county government and residents, and manages funding allocation according to performance and desired outcomes.

Reflecting the national trend, obtaining affordable housing is a challenge county residents. Baltimore County has

implemented policies to assist its rental population. The County also is committed to increasing availability and

accessibility of public services, economic advancement, transportation opportunities, and vital resources to improve the

quality of life of minorities and low to moderate-income families and communities. Baltimore County’s overall housing

approach is to sustain neighborhoods, support broad community development activities, and renovate public facilities and

infrastructure with crucial assistance from the Maryland Sustainable Communities program in partnership with the

Maryland Department of Housing and Community Development (DHCD) and in collaboration with the Baltimore

Metropolitan Council (BMC) on the HUD Sustainable Communities Initiative.

The Sustainable Community Action Plan (SC Plan or Plan) is meant to be a multi-year investment strategy - a strategic

set of revitalization initiatives and projects that local partners believe will increase the economic vitality and livability of their

community, increased prosperity for local households and improved health of the surrounding environment. The Plan

should be flexible enough to be updated regularly and renewed every five years as the community envisions new goals.

The priority initiatives and projects in the SC Plan should improve the livability of community places -- residential,

commercial, or other public or private properties - and create new work, retail, recreational and housing opportunities for

residents. These projects should also reduce the environmental impact of the community through water and energy

resource conservation and management strategies. In this way, the Plan can be a road map for local stakeholders as well

as State agencies to work together to create a more a sustainable and livable community.

Page 1 of 22TAB # 4



The proposed SC area is currently ready to compete, even with some infrastructure limitations. The SC area's

competitiveness will be enhanced and improved by:

? The Maryland State Highway Administration has completed the preliminary engineering design for streetscape

improvements along Frederick Road from Bishops Lane to the Baltimore city line as part of the Maryland Neighborhood

Conservation Program. The proposed improvements will enhance the safety and aesthetics of the road and will include

new curb and gutter, sidewalks, roadway resurfacing, and landscaping.

- The Maryland State Highway Administration recently completed the engineering phase of this project, which will include

replacement of the Frederick Road Bridge over I-695. Construction is expected to be completed in Fall 2013. The new

bridge will have an architectural finish, ornamental lighting, and decorative fencing.

- Constructing bicycle-compatible outside shoulders on Frederick Road between Holmehurst Avenue and Dungarrie Road.

- Constructing Americans with Disabilities Act (ADA) compliant sidewalks and pedestrian accommodations in the vicinity

of the interchange.

- Develop streetscape design around a Complete Streets Program.

(2) Describe any major investments in community infrastructure -water, stormwater, sewer, sidewalk, lighting,

etc. -- that must be undertaken in order to improve the readiness or competitiveness of the proposed SC Area

for private investment and compliance (if applicable) with TMDL regulations. Addressing the stormwater

during redevelopment can reduce the pollution entering our streams and contribution to the restoration of the

Chesapeake Bay. Investments in infrastructure, generally, can be an important catalyst for new private

investment in the community. (Answer Space 4,000 characters)

Page 2 of 22TAB # 4



There are several policies, initiatives or projects underway or recommended in order to reduce the negative impacts on the

environment:

? Implementation of the Western Bike and Pedestrian Plan to reduce automobile the use of cars and to promote a

healthy lifestyle

- Continuation and expansion of local farmers’ markets to bring locally grown produce to the communities on a regular

basis

- As part of the Commercial Revitalization Program, continue the promotion of “Buy Local” campaigns

- As a public policy, improve water quality to the point where the Lower Patapsco will be safe for recreation

- With the Friends of the Patapsco Valley State Park, educe trash in waterways and tributaries of the Patapsco River

- Implement habitat restoration projects to remove the biological impairment in the Patapsco watershed.

- Create riparian buffers and enhance existing buffers to quality forests to filter runoff and provide habitat. In the Patapsco

watershed

- Continue funding for community clean-ups.

- Increase participation in single stream recycling.

- Increase the number and variety of watershed restoration projects.

(3) Describe policies, initiatives or projects that the community will undertake or expand in order to reduce the

SC Area’s impact on the environment. Examples include but are not limited to: conservation or management

of stormwater through retrofitting of streets and by-ways (Green Streets, rain gardens, etc.); retrofitting of

facilities and homes for energy conservation; implementation of “green” building codes and mixed-use

zoning; recycling of waste; clean-ups of watersheds; and, encouragement of “Buy Local” approaches that

benefit local suppliers and food producers. A comprehensive menu of such actions may be found through the

nonprofit Sustainable Maryland Certified initiative. (Answer Space 4,000 characters)

Page 3 of 22TAB # 4


The key community groups and stakeholders that will be involved in the implementation of this section's initiatives and

projects include:

- County government including the Department of Planning, Department of Environmental Protection and Sustainability,

Department of Public Works, and Department of Economic Development.

- Friends of the Patapsco Valley and Heritage Greenway, Inc.

- Greater Catonsville Chamber of Commerce

- Concerned Citizens of Catonsville Community Association

- Winter’s Lane Community Association

(4) Which community groups or stakeholders will be key to the implementation of the initiatives and projects

noted in this section? (Answer Space 4,000 characters)


Page 4 of 22TAB # 4



Downtown Catonsville is a keystone asset for the area. Known as Music City Maryland for its instrumental stores (Bill’s

Music, Appalachian Bluegrass, Baltimore Brass) and varied local concert venues, the charming downtown is now also

becoming a preferred destination for dining. Downtown Catonsville has a comfortable pedestrian friendly structure,

reinforced by an innovative streetscape that relocated unsightly telephone poles on several blocks.

The Catonsville Chamber of Commerce is an organizational asset promoting the downtown through festivals and events;

establishing a Catonsville Heritage Foundation to support and enhance cultural organizations, historic preservation,

community revitalization, and higher education scholarships; and assisting business and property owners. The Chamber

has been a strong local partner with the CRP and will continue to be the essential bridge between the private and public

sectors.

Educational Assets - With the University of Maryland Baltimore County (UMBC), the Community College of Baltimore

County Catonsville campus, and several private and public schools, the southwest county region offers educational

opportunities at every level, from pre-kindergarten through graduate school and adult continuing education. Residents are

well educated, with one in three having a college degree, one in ten having a graduate or professional diploma.

Employment – Area is economically well positioned. The Department of Economic Development lists UMBC/Southwest

as one of nine business investment areas and describes it as a focal point for research-driven, technology-led economic

development and entrepreneurship, especially in cyber security and alternative energy. The Catonsville Sustainable

Community is located minutes from Woodlawn, home of thousands of Federal jobs and located in the recently created

Enterprise Zone.

Patapsco Valley Heritage Area An extraordinary historical, natural, and recreational area shared by Baltimore and Howard

Counties. It was also Maryland’s first state park. The Sustaianble Communities designation could significantly advance a

unique partnership among Baltimore County, Howard County, MD Department of Natural Resources, the Friends of the

Patapsco Valley and Heritage Greenway to work with the Urban Land Institute to officially certify the area and develop a

working plan to promote and protect this invaluable asset.

Old Catonsville National Historic District, Winters Lane National Historic District, and Central Catonsville and Summit Park

Historic Districts are distinctive neighborhoods that help define the greater Catonsville community and are worthy of

continued preservation efforts. There are challenges in terms of rehabilitating and maintaining the integrity of the

neighborhoods.

Frederick Road is part of the first federally planned and funded highway in the United States and a link in the scenic

byway that follows one of the most historically and culturally significant transportation routes in the United States.

(1) What are the key assets that exist in the community upon which the Plan’s projects and initiatives will

build? Assets may include physical assets such as parks and historic structures and also civic and economic

assets such as employers, educational institutions, and cultural organizations and activities. (Answer Space

4,000 characters)

B. Valuing communities and neighborhoods -- building upon assets and building in amenities:

Page 5 of 22TAB # 4



Catonsville/Paradise is a designated Baltimore County Commercial Revitalization District and the County’s efforts will

support the traditional downtown character of this community commercial center. Commercial Revitalization staff will use

the Architect on Call, Building Improvement Loans, and tax credits to foster high quality façade improvements and

redevelopment that are true to the small town historic nature of the area. These efforts will be augmented by the Baltimore

County Design Review Panel that reviews all development in the District. The Catonsville 2020 Plan provides a framework

for the County, the Catonsville Chamber, and the business and property owners to maintain and improve the revitalization

momentum Specifically, the Program’s priorities are developing realistic parking requirements for traditional downtowns,

enabling live music with safeguards for the community, repositioning several key buildings using historic design

guidelines, evaluating the influence of the F-level intersection on revitalization efforts, and creating a working group of

business and property owners to re-invigorate the Paradise business district,

Baltimore County has a strong historic preservation program to help property owners reinvest and improve their historic

structures. Using the Department’s award-winning Historic Preservation Guidelines, the Landmarks Preservation

Commission and staff provide needed guidance for owners to successfully apply for Baltimore County historic tax credits.

This will be critical to preserving the historic character of the buildings in the area’s three national historic districts,

especially in Winters Lane where the County is hoping to help the community rehabilitate and rejuvenate the housing

stock.

Patapsco Valley Greenway – See B(3.)

(2) What policies, initiatives or projects will reuse or enhance the historical assets, traditional business

districts/Main Streets and cultural resources of the community? What actions will reinforce your community’s

authentic “sense of place” and historic character? (Answer Space 4,000 characters)

Page 6 of 22TAB # 4


(3) Describe policies, initiatives or projects that will increase community access to green spaces, parks and

other amenities? A community can gain social and physical benefits from access to a healthy natural

environment. The inclusion of complete streets, trails, green space, parks and trees contribute to the character

and health of a community. Examples might include improvements to the tree canopy by planting street trees,

improving local neighborhood streams, or reusing a vacant lot for a new community park or

playground.(Answer Space 4,000 characters)


Baltimore County Pedestrian and Bicycle Access Plan (please also see Section E1.). This plan contains numerous

recommendations to improve pedestrian and bicycle access to existing parks and other amenities, as well as

recommendations for shared use trails within local open spaces. Refer to Section E for more details.

The Friends of the Patapsco Valley and Heritage Greenways are initiating an Urban Land Institute Technical Advisory

Panel process with the goal of obtaining certification of the Patapsco Valley Greenway as a Maryland Certified Heritage

Area. This will build upon a previous effort begun in 1990s and Baltimore County and Howard Counties have agreed to be

active partners in this project.

Baltimore County completed an assessment of its tree canopy in cooperation with the USDA Forest Service and the

University of Vermont. The County is working to finalize multiple tree canopy goals for individual communities, watersheds

and reservoirs, and Countywide. Currently, the County recommends that each Census Designated Place reach a 40%

tree canopy cover. This goal is consistent with the State’s goal, and the recommended forest cover by American Forests

Inc. The State has also adopted a no net less policy for its forests, and its Governor’s Sustainable Forestry Council

recommends the state maintain 40% canopy coverage as well.

The Catonsville Sustainable Community consists of 6,204 acres of land, and far exceeds the County’s goal of 40% tree

canopy. Tree canopy covers 3,846 acres of the community, equating to 62%. An additional 18% of total acreage is

covered in grass and shrub, and potentially available for planting. In efforts to increase the tree canopy, EPS planted

“Energy Trees” at Bloombury Community Center, Catonsville Senior Center, and Wilkens Police Precinct. Grant funding

was used to strategically plant trees around buildings to increase energy efficiency of the buildings. As the trees grow, it

is anticipated that they will provide shade to reduce cooling costs in the warmer months. By dropping their leaves in the

fall, these same trees allow sunlight to warm building exteriors, reducing heating costs.

Additional Projects in the Sustainable Community boundary.

• A trail system within both Catonsville Park and the Banneker Community Center grounds, connected to each other and

to the surrounding residences by on-road bike routes.

• Short Line Trail, which is being pursued by the Catonsville Rails to Trails group with County assistance.

• Patapsco Valley State Park Trail, extended to provide a recreational amenity serving Southeast Baltimore County, as

well as the adjoining Howard and Anne Arundel counties.

Page 7 of 22TAB # 4




projects include:

- County government including the Department of Planning, Department of Environmental Protection and Sustainability,

Department of Public Works, Department of Recreation and Parks, and Office of Tourism and Promotion.

- Friends of the Patapsco Valley and Heritage Greenway, Inc.

- Maryland Heritage Areas Authority

- Maryland Department of Natural Resources



- Catonsville Rails to Trails, Inc.

- Banneker Community Development Association



Page 8 of 22TAB # 4


(1) What economic development policies, initiatives or projects will improve the economy through investments

in small businesses and other key employment sectors? What economic development and business incentives

will you build upon or implement as part of the SC Plan? Examples could include but are not limited to:

green-taping for expedited project application review; permitting and inspection; job training; business tax

credits; and, revolving loan funds. (Answer Space 4,000 characters)


C. Enhancing economic competitiveness

The Sustainable Community will encourage redevelopment in the CBD to retain and attract new and better mixed use

projects to create a well balanced and economically balanced commercial district. In the Catonsville/Paradise Commercial

Revitalization District, the goals are to retain and attract a mix of uses that create a well-balanced and economically vital

commercial center; improve the appearance and pedestrian orientation of the District; and market and promote the District

to potential businesses and patrons. Catonsville is a fairly strong downtown that needs supplemental efforts to renovate

and re-tenant several key buildings, and regulatory/programmatic changes to promote restaurants by addressing outdated

liquor license and parking requirements, mixed use, live music, and outdoor seating. The County has specific incentive

programs only in CRDs including Architect on Call, Building Improvement Loan Program, tax credits, specialized small

business loans, and a range of educational and business counseling opportunities through the Baltimore County Small

Business Resource Center. The Chamber is also eligible for grant funding to promote the districts and foster the

implementation of the Plan.

Paradise section is struggling and the County, with the business and property owners, needs to focus on area specific

actions to improve the tenancy and appearance. Paradise is an important gateway into the County and historic link on the

National Road Scenic Byway. It is our experience that private sector improves their buildings after major public

reinvestment in streetscapes. County could design a customized Architect on Call/loan/tax credit program to facilitate

reinvestment.

Catonsville is a Patapsco Valley Greenway Gateway Community and this, as well as the National Road Scenic Byway

designation, needs to be incorporated into promotional and marketing efforts for the area. With the rails to trails program

and the potential bike and pedestrian connections, this area can become an important recreational/tourism location.

Specific actions can be developed as part of the ULI TAP for PV.

The Department of Economic Development identified Southwest Baltimore County, which includes the SC area, as a

business investment area. Its competitive advantages include a technology and industrial business community; Federal

HUB Zone and State Enterprise Zone; proximity to federal labs, NSA and Ft. Meade; direct access to I-95 and BWI

Marshall Airport; recognition of UMBC as a national leader in STEM graduates; University-affiliated Class A tech park and

major business incubator and accelerator designed for cyber, bio and technology companies; robust, redundant data

connectivity; Halethorpe industrial and office space is lower cost and larger spaces; UMBC production of skilled workforce;

Catonsville revitalization; and CCBC Catonsville.

Page 9 of 22TAB # 4



Baltimore County is the major economic engine in terms of jobs (515,000) in the region with the second-largest number of

jobs of any Maryland jurisdiction. The County economy is highly diversified, not dependent on any single industry or

company. Among the sectors where the County is strong: financial services, defense, manufacturing, transportation,

information technology and life sciences. The federal government also has a major presence in the County, as the

national headquarters for both the Social Security Administration (SSA) and the Centers for Medicare and Medicaid (CMS)

are located in Woodlawn. The County’s inter-connected web of large, medium and small firms in traditional and high

technology sectors, and the high quality of the local workforce, also fosters stability and resilience. An important

determinant of the County’s economic health is the balance between export industries and local-serving industries. The

difference between the local-serving and export-oriented sectors is critical because they depend on distinct revenue bases

and infuse wealth into the local economy in different ways.

Together, export and local-serving businesses form the basis for a strong local economy. In short, residents follow good

jobs and retail follows residents. The greater the County’s success in retaining and attracting export businesses, the

greater the spending power will be and demand for local-serving goods and services. As these businesses thrive, the

County is able to offer an appealing quality of life to its residents. Employees in turn serve as customers for other

businesses, circulating dollars back through the local economy. County businesses pay significant taxes that provide

revenue to pay for schools, roads, parks and other public services.

In order to have better success in connecting County employees to employment sectors, Baltimore County has created a

New Workforce Development Division strategic plan that will reinforce the Department's Strategic Operations Plan, and

better align workforce training resources to the identified six high-employment clusters. A key component of this new

approach will be to adopt the Career Pathways model advocated by the U.S. Department of Labor and Maryland DLLR.

The Baltimore Regional Career Pathways design is a series of connected education and training programs and student

support services that enable individuals to secure a job or advance in a demand industry or occupation. Career Pathways

focus on easing and facilitating student transition from high school to community college; from pre-college courses to

credit postsecondary programs; and from community college to university or employment. The Regional Career Pathways

effort will partner with the Community College of Baltimore County.

(2) What workforce development policies, initiatives or projects will increase access to jobs and economic

opportunity for residents in the SC Area? Do you have a goal for job creation? Are green jobs an opportunity in

the jurisdiction or SC Area? (Answer Space 4,000 characters)




As of September 15, 2011, the relocation of all direct Federal jobs identified for movement to Aberdeen Proving Ground

and Fort Meade under BRAC 2005 was complete. Approximately 21,000 new Federal jobs came to Maryland in the move.

However, most contractor expansions and relocations to date have settled very close to the APG and Fort Meade

installations themselves. As a result, although Baltimore County will continue to be alert for opportunities to attract

military contractors with more flexible location requirements to the County, the BRAC impact on Catonsville is not

expected to be significant.

(3) Describe whether the Sustainable Community will be impacted by the Base Re-alignment and Closure

(BRAC) activities in Maryland. If impacted, how do the initiatives and projects in your Plan complement

BRAC-related growth? (If not applicable, all ten points will be assessed based on answers to questions 1, 2,

and 4) (Answer Space 4,000 characters)






The key community groups and stakeholders that will be involved in the implementation of this section's initiatives

and projects include:

- County government including the Department of Planning and the Department of Economic Development, and

Office of Tourism and Promotion.


- UMBC

- Community College of Baltimore, Catonsville

- Small Business Resource Center




The Planning Department’s Housing Opportunity Program seeks to expand the supply of affordable rental housing for

families, disabled and homeless households, and elderly households. Existing homeownership programs including the

Settlement Expense Loan Program and the Mortgage Assistance Loan Program provide deferred loans and grants to

provide affordable homeownership opportunities for low to moderate income households. Further, the Single Family

Rehabilitation Loan Program, Lead Hazard Reduction Program, and Emergency Repair Grant Program help existing

homeowners make repairs and improvements to their homes to maintain and improve value, bring the properties up to the

current building code, and to enable aging homeowners to remain in their homes.

The Program’s emphasis on sustainability requires that developers and households seeking County resources for

rehabilitation or new construction must use green building practices to ensure energy efficiency, improved indoor air

quality, and water conservation. All new construction must be Energy Star compliant at a minimum. These programs,

along with a focused community-based strategy that build upon the community’s existing strengths, engage the

community leadership and residents, and is sensitive to and respectful of the culture and heritage of the community will be

utilized to revitalize and stabilize communities within the Sustainable Community Designated Areas.

For the Winter’s Lane community, as determined through a collaborative planning process, existing programs can be used

to encourage homeownership, repair existing rental properties, and provide mortgage and loan assistance. In addition,

guidelines could be set forth to address protection and rehabilitation of historic properties and infill development.

(1) What housing policies, initiatives or projects will expand housing choices - rental and homeownership -- for

people of a range of ages, incomes, and also for disabled individuals? How will these actions address the

current housing conditions and needs noted in Section II? (Answer Space 4,000 characters)

D. Promoting access to quality affordable housing.




If possible, most workers prefer to live in close proximity to employment in order to maximize their quality of life, and

minimize commuting time and expense. They require either affordable homeownership opportunities, or rental housing

that are attractive, safe, inexpensive to maintain, and close to services, public transportation, employment, and recreation.

Older traditional communities such as are found in the greater Catonsville area, have much to offer in this respect.

The criteria for funding housing investments are based on the principles of sustainability, walkability, energy efficiency,

and respect and sensitivity to the local character and context of the action area communities. New communities must

demonstrate their commitment to sustainability through the use of energy efficient building materials and practices,

compact design, location of residential communities in proximity to public transportation and major transportation

corridors, developing communities that are walkable and encourage pedestrian access as well as access for biking within

the community and connections for biking and pedestrians outside of the community.

(2) Will these housing initiatives or projects increase access to transit or community walkability and/or

decrease transportation costs? In other words, will the housing investments result in more people living near

work or town centers, or able to more conveniently reach work, school, shopping and/or recreation?(Answer




(3) What is your goal for of number of units to be created of affordable workforce housing, rental and

homeownership? What populations (by income or special needs) will benefit from this increased access to

affordable housing? (Answer Space 4,000 characters)


Housing need and housing market data reveal that Baltimore County has a need for additional affordable housing that

meets the needs of households earning from 30% to 120% of the Area Household Median Income as defined by HUD

based on household size. Research indicates that there is an increased need for rental housing that meets the needs of

families including large families and families with disabilities. The Baltimore County Housing Office reports that there are

over 20,000 households on the Housing Choice Voucher program waiting list with an expected waiting period of 9 years or

more. Further, the presence of foreclosures in several communities demonstrates the reduction in the number of

owner-occupied households and indicates the presence of distressed housing in many older neighborhoods including

those identified within the Sustainable Communities designation applications.

Baltimore County has identified as a major housing goal to increase the number of housing opportunities for low to

moderate income households that are located in areas of opportunity. This will include increasing the number of affordable

rental housing units that meet the need of families, increasing the availability of rental and for-sale housing that is

accessible to households with disabilities, increasing homeownership opportunities for low to moderate households, and

finally reducing the presence of foreclosures through outreach, education and prevention activities as well as providing

incentives for the purchase of foreclosures.

The County will also provide CDBG and Lead Hazard Reduction funds to assist up to 150 low to moderate income

homeowners and affordable rental properties with rehabilitation and repairs to improve their properties. The County will also

delegate its bond authority to the State of Maryland to provide financing for affordable rental housing.





projects include:

- Baltimore County Department of Planning






E. Support transportation efficiency and access.


(1) What policies, strategies and projects are envisioned to strengthen the transportation network that affects

the proposed SC Area? How will these initiatives support transportation choices (including walking, bicycling,

bus or rail transit, and carpooling) or otherwise promote an efficient transportation network that integrates

housing and transportation land uses? (Answer Space 4,000 characters)

Implementation of the county Pedestrian and Bicycle Access Plan. The plan identifies the Catonsville community as a

high priority target area for improved bicycle and pedestrian access. The framework for establishing a highly walkable and

bikeable community already exists and can be readily built upon. Catonsville has an active private nonprofit organization,

Catonsville Rails To Trails, which has been instrumental in building a network of trails and bike lanes connecting major

destinations to open space areas and to the downtown. The presence of these amenities, together with the small town

atmosphere of Catonsville, has been attracting young families that are interested in living a more sustainable lifestyle.

There are many opportunities to build on the spine that has been created or is currently under construction as

recommended by the county pedestrian and bicycle plan. Within the SC area, the plan identifies 15 miles of on road

bicycle facilities such as bike lanes, 5 miles of shared use paths, and 35 miles of sidewalks. In addition, locations for

improved crosswalks, bicycle parking and other facilities are identified. Like many communities across Maryland,

Catonsville was established as a small rural community, and many of its streets lack sidewalks. Within the SC area,

improvements to the pedestrian environment will support use of the downtown, and help alleviate a perceived parking

shortage and improve access to a number of bus stops in the area. The recommended bicycle improvements, which are

part of a county-wide network, will provide local as well as more regional access. Major regional destinations that will be

able to be accessed by bicycle include two local colleges/universities, the Halethorpe MARC station, the future Red Line

stations. The plan also recommends a bikeway along the Patapsco River, as part of the creation of a Patapsco Heritage

Greenway. This bikeway will link Catonsville not only to Ellicott City, but provides the opportunity to link to Southwest

Area Park in Baltimore Highlands. The park is planned as a major junction point where bikeways in Baltimore County,

Baltimore City, and Anne Arundel County will connect. This junction is critical regional link whereby Baltimore City and

Baltimore County can connect to Anne Arundel County’s existing BWI Trail and B&A Trail, which have been designated

as components of the national East Coast Greenway.

Finally, the County plan recommends that supportive programming accompany the infrastructure improvements.

Encouragement, education, and enforcement programs to initiate and ensure continued safe use of these new facilities

will be essential to the development of a truly multimodal environment that integrates land use and transportation.

Residents of the Greater Catonsville area are potential users of the proposed Baltimore Red Line light rail project. See

IV.E.(2) below for a description of this transit project.




At present, there aren't any transportation centers for Metro, MARC, or light rail located within the proposed

Catonsville/Patapsco Sustainable Community.

The Catonsville community is served by a stop on the MARC Penn Line located in Halethorpe.

Catonsville is located near the western segment of the proposed Baltimore Red Line. The Red Line is a proposed

14.1-mile, east-west, light rail transit line connecting the areas of Woodlawn, Edmondson Village, West Baltimore,

downtown Baltimore, Inner Harbor East, Fells Point, Canton, and East Baltimore.

Four Red Line stations are proposed to be located in Baltimore County. They are the CMS, Security Square, Social

Security Administration, and I-70 Park and Ride stations. In particular, the residents of Catonsville are potential users of

the Security Square and I-70 Park and Ride stations. Both of those stations have significant potential for new transit

oriented development.

President Obama's Administration approved expediting the permitting and environmental review processes for the Red

Line. Pending funding, construction is expected to begin in 2015 and operation could begin by 2021.

(2) If applicable, describe the SC Area’s connection or proximity to transportation centers (e.g. Metro, MARC,

and light rail stations) and describe opportunities for Transit - Oriented Development (TOD). Will Plan strategies

and projects contribute to jobs/housing balance or otherwise provide a mix of land uses that can be expected

to reduce reliance on single-occupancy automobiles? (If transit or TOD is not applicable in your community, all

points in this section will be based on questions 1 and 3) (Answer Space 4,000 characters)





projects include:

- County government including the Department of Planning, Department of Public Works, and Department of Recreation

and Parks.


- Maryland Department of Transportation

- University of Maryland at Baltimore County


- Catonsville Rails to Trails, Inc. Baltimore County has established a strong partnership with this organization, and is

assisting the group’s efforts in building the Short Line Trail. The organization, in partnership with Baltimore County, was

recently awarded a MD Bikeways grant for a feasibility study of the potential to reclaim the former rail tunnel under

Bloomsbury Avenue, and to provide bicycle access to UMBC. The dedication and effort of CRTT is incredible—they are

heavily involved in all of the planning, promoting, fund raising, construction, and maintaining of Catonsville bikeway

network. They will continue their work on completing the Short Line trail and on providing additional connections to

destinations throughout the Catonsville area.

- Catonsville Roundtable—Will assist in providing bicycle parking facilities, and in business-oriented encouragement

programs





(1) What What specific steps will the Sustainable Community Workgroup take to coordinate policies and

funding streams to remove barriers to investment and maximize and increase funding in the proposed

Sustainable Community Area? (Answer Space 4,000 characters)

F. Coordinating and Leveraging Policies and Investment


The SCW is composed of governmental, not for profit, business, and residential stakeholders representing a range

of interest groups who will be well educated and motivated for success. County staff will be amply able to

coordinate public policies and funding streams, especially as the Capital Improvement Program is extensively

reviewed by Planning. Staff has also become quite skilled at seeking alternative funding as evidenced by the 2010

Pulaski Redevelopment Study, grant funding for the Western Bicycle and Pedestrian Plan, grant funding for UDAT

and Charrette plans as well as CDBG funds, HOME funds and other HUD state and federal programs.

The Sustainable Communities Workgroup recognizes that collaborations and partnerships are essential to

attracting quality developers and re-development to established communities. Redevelopment cost can be a

deterrent for developers. Many established communities may be more costly to develop due to the need to

upgrade existing infrastructure or provide amenities that make the community more attractive.

The Sustainable Communities Workgroup will attempt to attract good developers by offering incentives to invest in

projects that demonstrate community support, walkability, job creation and improved sense of place for

Catonsville.

The Sustainable Communities Work Group includes the Housing Opportunity Program, the Commercial

Revitalization Program, and the Department of Economic Development. All of these organizations have available

resources to attract new investment to sustainable communities. The Sustainable Community Work Group will

aggressively market available resources to maximize funding efforts when a desirable sustainable community

project is identified and proves to be a good investment. Some of resources that will be available include low

interests loans, grants, tax credits, and architect on call programs.

The Sustainable Communities Work Group will coordinate access to stakeholders, including citizens, developers,

property owners, and government officials, to help identify appropriate sites in Catonsville. The Catonsville

Community enjoys several established community and business associations. The organizations include The

Catonsville Chamber of Commerce, Catonsville 2020 and Concerned Citizens of Catonsville and UMBC Group.



(2) How is the proposed Sustainable Community Plan consistent with other existing community or

comprehensive plans? (Answer Space 4,000 characters)


The communities that make up the SC area have participated in comprehensive planning processes to address

issues specific to their areas. These plans are:

- The Patapsco Heritage Greenway Management Study, by Rhodeside and Harwell, Inc., 2000 (updated 2012)

- Western County Bike Western County Pedestrian & Bicycle Access Plan

- Catonsville 2020: The Future of the Village, Baltimore County, 2012

- Maryland National Road Corridor Partnership Plan, Maryland Department of Planning, 2001 (update in progress)

- Lower Patapsco River Small Watershed Plan, Baltimore County, May 2012

- The US 40 West Walkable Community Workshop Report, Baltimore County et. al., 2005

- Consolidated Plan 2012-2016, Baltimore County, 2012

- Baltimore County Master Plan 2020

The Catonsville Patapsco Sustainable Communities application is based upon these plans and they will be the

guiding elements for future planning and implementation. The work groups will involve additional members of the

affected communities and interest groups as work proceeds.




(3) How will the Plan help leverage and/or sustain more private sector investments? (Answer Space 4,000

characters)

All stakeholders are becoming more and more aware of declining public funding and recognize the necessity of

joint public/private/not for profit partnerships. Groups are becoming more creative in cobbling various funding

sources together to achieve a common outcome. Likewise, stakeholders and funders are becoming more “hard

nosed” in demanding clear outcomes and tangible results that benefit the community. County loan and grant

programs have always required a private sector match and that will continue.



(1) List the specific outcomes that the Plan seeks to produce. (Answer Space 4,000 characters)

For the Plan parts of section IV (A through F):

V. PROGRESS MEASURES

- Revitalized “main street” community commercial centers of Catonsville and Paradise along Frederick Road

- Enhanced bicycle and pedestrian trail network

- Enhanced Winter’s Lane community

- Designation of the Patapsco Valley as a Maryland Certified Heritage Area

- Greater recognition and implementation of the Maryland National Road Corridor Partnership Plan

- Implementation of the Lower Patapsco River Small Watershed Action Plan

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V. PROGRESS MEASURES

Revitalized “main street” community commercial centers of Catonsville and Paradise along Frederick Road

- Changes in parking, liquor license, live music, and outdoor seating to better promote restaurant attraction and

retention.

- Creation of a focus group of business and property owners in Paradise to develop a framework for revitalization

- Better integration of promotional and business opportunities along Frederick Road

- Streetscape improvements along Frederick Road in Paradise

- Attraction of a larger office user

- Building improvements to Plymouth Wall Paper building and Hilton Flower Shop building

- Façade improvements to buildings in Paradise

Enhanced bicycle and pedestrian trail network

- See attachment, Targeted Pedestrian, Bicycle, and Shared Use Path Improvements in Catonsville

- Number of pedestrian and bicycle projects completed, measured in 3-yr increments. Due to limitations on

funding, initial projects will include ones that have already received some grant funding, such as Edmondson

Avenue bike lanes, the Catonsville Park trail, and the Short Line Phase II paving, as well as ones that have lower

implementation costs, such as bike route signage.

Enhanced Winter’s Lane community

- Establishment of a working group of representatives of Winters Lane

- Completion of a housing survey and needs assessment

- Commencement of a collaborative planning process following the East Towson model. Housing rehabilitation,

energy efficiency, infill development opportunities, infrastructure improvements, and historic character should be

among the issues to address

Designation of the Patapsco Valley as a Maryland Certified Heritage Area

- Update of the Patapsco Heritage Greenway Management Study via an Urban Land Institute Technical Advisory

Panel process

Implementation of the Lower Patapsco River Small Watershed Action Plan

The Lower Patapsco River SWAP is based on a 10-year implementation schedule (2021 endpoint). This

timeframe is necessary to implement restoration measures and meet the Chesapeake Bay nutrient TMDL and the

Patapsco River bacteria and sediment TMDLs. The ability to implement this plan within the 10-year timeframe is

dependent upon the availability of staff and sufficient funding. The Lower Patapsco River SWAP Implementation

Committee (an outgrowth of the Steering Committee) will meet twice per year to assess progress in meeting

watershed goals and objectives and to discuss funding options.

Progress and success of the Lower Patapsco River SWAP will be evaluated during implementation based on the

following: interim measurable milestones, pollutant load reduction criteria, implementation tracking, and

monitoring. Performance measures have been developed for each action listed in Appendix A of the plan and will

be used to gage the progress and success of proposed restoration strategies. Actions will be organized into two

year milestones, with the first interval being July 1, 2011 – June 30, 2013, and the final interval being July 1, 2019

– June 30, 2021. The progress and success of actions in Appendix A will be evaluated on an annual basis.

Greater recognition and implementation of the Maryland National Road Corridor Partnership Plan

- Incorporation of the designation in marketing and planning information

- Development of interpretive themes

- Development of Marketing Priorities

- Creation and enhancement of wayside projects, as feasible

(2) And, list the specific benchmarks that will be used to measure progress toward these outcomes. (Answer


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REPLACE THIS PAGE WITH

LOCAL GOVERNMENT SUPPORT

RESOLUTIONS

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SUSTAINABLE COMMUNITY APPLICATION

DISCLOSURE AUTHORIZATION AND CERTIFICATION

The undersigned authorizes the Department of Housing and Community Development (the “Department”) to make

such inquiries as necessary, including, but not limited to, credit inquiries, in order to verify the accuracy of the

statements made by the applicant and to determine the creditworthiness of the applicant.

In accordance with Executive Order 01.01.1983.18, the Department advises you that certain personal information

is necessary to determine your eligibility for financial assistance. Availability of this information for public inspection is

governed by Maryland’s Access to Public Records Act, State Government Article, Section 10-611 et seq. of the

Annotated Code of Maryland (the “Act”). This information will be disclosed to appropriate staff of the Department or

to public officials for purposes directly connected with administration of this financial assistance program for which its

use is intended. Such information may be shared with State, federal or local government agencies, which have a

financial role in the project. You have the right to inspect, amend, or correct personal records in accordance with the

Act.

The Department intends to make available to the public certain information regarding projects recommended for

funding in the Sustainable Community Plan. The information available to the public will include the information in this

application, as may be supplemented or amended. This information may be confidential under the Act. If you

consider this information confidential and do not want it made available to the public, please indicate that in writing and

attach the same to this application.

You agree that not attaching an objection constitutes your consent to the information being made available to the

public and a waiver of any rights you may have regarding this information under the Act.

I have read and understand the above paragraph. Applicant’s Initials: __________

Anyone who knowingly makes, or causes to be made, any false statement or report relative to this financial

assistance application, for the purposes of influencing the action of the Department on such application, is subject to

immediate cancellation of financial assistance and other penalties authorized by law.

The undersigned hereby certifies that the Sustainable Communities Plan or Project(s) proposed in this Application

can be accomplished and further certifies that the information set herein and in any attachment in support hereof is true,

correct, and complete to the best of his/her knowledge and belief.

Authorized Signature Print Name and Title Date

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